Training Management Case Study: Care-Link

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Care-Link is a leading pharmaceutical company which has the head office in Colombo and also there are 7 branches all over the island. Over 200 workers are employed and Mr. Ravi Fernando is the training manager who has over 10 years experience in this field. He handles all the product training and also for training ,the company is known to spend heavily. These training included overseas training & other out sourced training programs. However , when new CEO Mr. Dylan Perera Joined the company Ravi Fernando had to justify this big amount of training cost and he was asked to provide a detailed report. He tried his best but he was failed in the same. CEO Dylan Perera wasn't satisfies as Mr. Ravi was not able to prove worthiness of his training programs at all. He has no any written records or at least the members couldn't explain what there're gained from the training. It was totally failure. Anyway Dylan is prompted to the forthcoming training schedule for 2009.

My role as a consultant would be to identify
* The key issues in the case that could have caused this situation * What has Ravi missed in his role as training manager and how that has led to the current problem * Suggestions and strategies which could be implemented

In my report from here on it can be found recommendations and suggestions which can be implemented.

1) The key issues in the case that could have caused this situation Care-Link is a leading pharmaceutical company and Mr. Ravi Fernando is the training Manager of Care-Link. Ravi has done a great job in training and development of the company but it failed. The training outcome was not up to expectations. That is the biggest question. Issues in the case that could have caused this situation is as follows,

* Spend a lot of money
In this case Mr. Ravi spend a lot of money on training programs without considering whether those trainings are useful for the employees and effective for the success of the organization or not. Even though some aspects might not be measurable, there are measurable ways to determine if the money was spent wisely. Organizations have traditionally treated training as a cost and expense. When training has a sufficient payback, it can be viewed as an investment, not an expense. We have to identify the training need well and then to design the training program because it’s a huge waste if we spend a lot on unnecessary training programs. Before spending time and money, it's better to follow a systematic process to first determine if training is a potential solution – and if it is, then we should develop a training program. Company should spend money on training wisely and that means making sure that there is a real need, that there are training objectives in place and that the learners will actually use what they have learned, immediately, back on the job. Then, your investment in training can actually pay huge dividends. That’s why in this case CEO Dylan Perera prompted to request a total plan for training initiatives before he approves any money for training during the year.

* Objectives (training goals) set by the trainer, rather than the trainees

Training objectives should set by both trainers and trainees up to their expectations. Here in this case Mr. Ravi decides on his own who are to send outsourced training and who are handling by himself. Effective trainers should be good communicators. He should have discuss with the employees before he sets the training objectives. Care Link’s practice was just to be nominated by the training division for training program actual need of the training should come up in the employees end due to gain a new knowledge or to fill a gap of required competence. Here the employees don’t have any opportunity to rise up with their own requirement of trainings. If the employees too have that opportunity it would be much easy to training division to build up training...
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